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The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
The ANZ Social Business Maturity Model by Vertical Industry
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The ANZ Social Business Maturity Model by Vertical Industry

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This IDC study shows that social business transformation across industry verticals in Australia is at varying levels of adoption maturity. The consumer social networking experience that has quickly …

This IDC study shows that social business transformation across industry verticals in Australia is at varying levels of adoption maturity. The consumer social networking experience that has quickly evolved in recent years has provided the IT industry an opportunity to incorporate consumer social Web principles into business culture and process through the technology they adopt. With hot button topics still driving the workspace and social business agenda, organisations must develop a holistic road map focusing on people, culture, and business outcomes, in order to reach the required level of maturity to enable a truly social business.

"The impact of social business processes and tools across an organisation is broad and will touch every enterprise function in some way. With social business and collaborative technologies being a critical enabler to the workspace, the supporting social business environment plays a strong role in the 'space' or 'place' of work. Validation of social business initiatives needs to be under the umbrella of the workspace road map, as well as align with the overarching business strategy to gain maximum impact," says Vanessa Thompson, software analyst, IDC Australia.

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  • 1. ANZ Social Business Maturity ModelVertical Industry ViewSocial Business Adoption and Maturity Vanessa Thompson vthompson@idc.com @vanessathomps February 2012© IDC 2012. Visit us at IDC.com and follow us on Twitter: @IDC.
  • 2. Business Has ChangedConsumer Social Networking Meets Enterprise Reality consumer social principles + business culture and process = social business transformation
  • 3. Testing Workspace Assumptions Assumption: Employees must have access to consumer social and collaborative applications at work True or False? Source: IDC ANZ Next Generation Workspace Ecosystem SIS, 2011
  • 4. Assumption 3I must have access to consumer applications like Facebook, Twitter, Skype and LinkedIn at work 6 - Strongly Agree 5 - Agree (4.7%) (6.7%) 4 - Marginally Agree (8.3%) 1 - Strongly 3 - Marginally Disagree (49.8%) Disagree (13.7%) 2 - Disagree (16.8%) Most Likely: Distribution/services – Executives – 31-35yrs Least Likely: Government – Task Worker – 51+ yrs Source: IDC ANZ Next Generation Workspace Ecosystem SIS, 2011
  • 5. The Social Business: What it is and what it isn’t… What it isn’t… An excuse to socialise when you should be working Just a company marketing or branding exercise What it is…. Social business – the application of emerging technologies like Web 2.0 accompanied by organisational, cultural, and process changes to improve business performance, with the impact across an organisation being broad and touching every enterprise function in some way.
  • 6. So what does that mean?IDC Social Business Maturity Model 5 - Optimisation Organisation 4 - Operationalisation Culture 3 - Integration Barriers 2 – Compartmentalisation 1 - Experimentation Technology
  • 7. Social Business – Industry PerspectiveAdoption Intensity vs Adoption Maturity Public BFSI Distribution & Healthcare Services Manufacturing Infrastructure Source: IDC ANZ Next Generation Workspace Ecosystem SIS, 2011
  • 8. The Leaders… Banking, Financial Services & Insurance Broad adoption of enterprise social software tools Property footprint consolidation – Cost Saving Cases of full deployment, CBA Lync Server 2010. Distribution and Services Business services connecting to partners and suppliers through third party social tools Relationship driven business Source: IDC ANZ Next Generation Workspace Ecosystem SIS, 2011
  • 9. The Laggards… Manufacturing Workspace is a low priority, highest level of task workers TCO & ROI tied to cost reduction and operational efficiency Opportunity for social to be embedded in assets or devices, Toyota Friend. Infrastructure Transport and Utilities, workspace priority low Time-to-market and operational efficiency priorities. Opportunities in micro-verticals; telecommunications Source: IDC ANZ Next Generation Workspace Ecosystem SIS, 2011
  • 10. So what? IT Decision Makers are looking for guidance Social advocates have a influence in the enterprise Channel Community – leverage social business principles Tools are only as good as its users Vendors What is your social business profile and portfolio?
  • 11. Thank you Vanessa Thompson vthompson@idc.com @vanessathomps

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